Meeting Belongingness Needs: An Inclusive Leadership Practitioner’s Approach

Abstract

Problem Theoretical and practical frameworks delineating the individual and relational needs inherent to creating perceptions of belongingness in the workplace are absent in Human Resources Development (HRD) literature. For inclusive leadership practitioners, the literature itself lacks direct mentioning of belonging, causing the awareness around the concept to be problematic. Without a clear understanding of factors that influence perceptions of belonging, leaders lack direction in building inclusive workplaces and reaping the beneficial business outcomes these have the potential to bring, including increased employee engagement, performance, and innovation. Solution The Individual and Relational Belongingness (IRB) model is introduced to explore and define the unique needs that are vital for individual to perceive a sense of belongingness in the workplace across individual, relational, personal, and organizational dimensions. Stakeholders Organizational and Human Resources Development scholar practitioners benefit from understanding the nuanced and complex needs that drive perceptions of belongingness, since these bring additional context to the scholarship and practice of inclusive leadership.

Developing Attributes of the Leader: From Military Service to the Civilian Workforce

“…Supportive practices (e.g., employee resource groups) help create a culture of belongingness and an environment of inclusion (LePage, 2020; Liggans et al, 2019). This finding is consistent with recent authors who have advanced the inclusive leadership paradigm (Booker & Williams, 2022; Boutwell & Smith, 2023; Canlas & Williams, 2022).…”

Looking Back, Looking Forward

“…A future study of faculty belonging could help better illuminate faculty values. Recent work on employee belongingness in relation to inclusion highlights the role of both individual and relational factors (Canlas & Williams, 2022), which aligns with the values orientation used in this study.…”

A Hierarchy of Learning Needs for Revolutionizing Inclusive Organizational Practices

“…First, inclusive leadership has deep roots in educational research, given the historical background of exclusion in that context (Thompson & Matkin, 2020). Canlas and Williams (2022) warned that the drive to belong can be challenged by systemic barriers and an individual may downplay their authentic self to better fit the workplace norm. With the goal in mind that no employee is left behind, inclusive leadership involves assisting individuals to become part of the group while simultaneously retaining their social group identity.…”